Dr. Sathya Prasad Mangalaramanan - TNTDPC · Innovation in India –Is symbiotic synergy the need of the hour?Is symbiotic synergy the need of the hour? Dr. Sathya Prasad Mangalaramanan

Innovation in IndiaInnovation in India–– Is symbiotic synergy the need of the hour?Is symbiotic synergy the need of the hour?

Dr. Sathya Prasad MangalaramananDr. Sathya Prasad MangalaramananSection Head, Advanced EngineeringOctober 15, 2010

Crisis! Why should we think of crisis when Crisis! Why should we think of crisis when Indian Auto Industries are doing so well?Indian Auto Industries are doing so well?

http://tntdpc.com/automotive/index.html

© Sathya Prasad Mangalaramanan

Colorful Indian Growth Colorful Indian Growth ––ConceptualConceptual

Growth

G

HBrownie

points

Rosy Golden Blues Red Grey


1992 2000± 2008 20091947 Jun 09

A B C D E F

Future

19471947--1992: Era of Brownie Points1992: Era of Brownie Points

• Cause– Socialistic set-up – Self sufficiency was the order of the day– Massive government set-ups – BHEL, ICF, etc.– Saving culture

• Effect– Vocation commensurate with education– Higher the education, better the possibility of financial security– Better the educational institution, better the prospects– Government jobs (including teaching) considered as prestige– Banking sector was sought after– Personal automobile and gadgetry rare, but chances of middle class owning a decent

dwelling was fair


dwelling was fair– Corporate growth of individuals steady and reasonable predictable– Experience was given its due– No great aspirations– Success and wealth commensurate with education, talent and hard work– Society was conservative and thrifty– India was known as land of tigers, elephants and snakes– Foreigners were mostly ill-clad tourists– For the same qualification, father was earning more than the son– Industry to teaching pay parity was roughly 1.2:1 or so

19921992--2000: Rosy Era2000: Rosy Era

• Cause– Economy was liberalized– Rapid computerization in the west– Y2K

• Effect– India emerged as a cheap service provider for IT services– Mushroom of IT organization – new-age & high-tech– Higher studies was no longer the dominant mode to go abroad (especially US). IT job guaranteed

foreign assignment– Y2K required computer workers– A crop of young, computer-savvy IT professionals blossomed– These young crop were bestowed with affluence and enjoyed a higher standard of living and

wielded enviable purchasing power since the rest of the country had not yet caught-up with them


wielded enviable purchasing power since the rest of the country had not yet caught-up with them– Plum housing sectors were created with IT people in mind– IT became the mantra for success – too many jobs, much less challenging, too much money – all

you needed to know was one good computer language or OS or software– ERP systems started coming to vogue abroad– USA to Indian salary parity at least 10:1 or more– Core engineering graduates and experienced people drifted to IT– IT professionals formed the most prospective grooms! Even better than IAS!– Dollar was the dominant currency– For the same qualification, son was earning more than the father– Rest of workforce envious of IT folks– Spending culture

20002000--2007: Golden Era2007: Golden Era

• Core engineering industries caught-up in terms of remuneration almost on par with IT• IT enabled engineering services was touted as the “next big IT wave”• Indian purchasing power increased• Western countries, Korea, etc. saw Indian middle class as a huge market potential• India was starting to get viewed as one big consumer instead of a cheap service provider• Cost of IT services in India increased• Economy started becoming increasingly global• 9/11, Afghan War and Iraq war put a dent on US economy, propelling more outsourcing• US sub-prime crisis started a downward economic spiral• US to Indian salary parity for professionals reduced to around 3:1• India was doing great• Huge capital investments


• Huge capital investments• Real estate market surged to unrealistic heights• Indians known for technical potential• IT grooms were no longer in demand• Euro started becoming stronger• Foreginers were mostly well-clad professionals• THE HINDU “Opportunities” page runs to at least 8 to 10 pages• Society has learnt how to spend money – in some cases splurge• Campus recruitments took place as early as in the third year of undergraduate.• PLM systems started coming-up• Industry to teaching pay parity roughly 8:1• Borrowing culture

20082008--2009: Blues2009: Blues

• Collapse of major financial institutions• Severe sub-prime crisis in US snowballing across the world• Bankruptcy of a few US tier ones• Bail-outs in US with government having a say in the functioning of

insolvent organizations• Change in US government – not very much in favor of outsourcing• Very high oil prices, stabilizing later to a reasonable level• Stock market collapse all over – more so in India• Sensex hits rock bottom


• 401K decimated across US• THE HINDU “Opportunities” pages thin down• Sudden market shrinkage – no buyers.• Pay cuts, lay-offs and unprecedented austerity measures• Liquidity crunch• Parking lots become a better dwelling than paying mortgage in some

parts of US• Collection agent culture

20092009--Present: RedPresent: Red

• GM and Chrysler bankrupt• Toyota in red after several decades• Indian markets still struggling• Stable Indian government• Sensex rebounds after news of stable government• India perceived to be a bit more stable due to government

regulations pertaining to operations of our financial institutions


institutions• Pay cuts and lay-offs across industries• THE HINDU “Opportunities Page” is still wafer thin, replete

with articles offering solace on how to counter tough times• India already addicted to comforts and affluence; struggling to

cope-up with forced austerity measures• Government and teaching positions once again become

sought-after• Skeletal campus recruitments – even in IITs

Present to Future: Era of Present to Future: Era of UncertaintyUncertainty• Indian organizations have invested huge amounts in ongoing

expansions and acquisitions• Sudden cash crunch and low sales volume have slowed

down developmental activities• Global recession• Pay cuts and lay-offs continuing• Diminishing purchasing power• Morale no where near that in 2006-07


• Morale no where near that in 2006-07• US rebound predicted to take place only gradually• Western hemisphere still reeling• Services and BPO industries continue to play a subdued but

significant role in Indian economy• THE HINDU “Opportunities” page is still wafer thin• BIG QUESTION – How should India move from this point

onwards??!!

BRIDGE THE GAPS – EXAMPLE: DESIGN & MANUFACTURING

American inventor

and founder of the

McCormick

Harvesting

Machine Company,

which became part

of International

Harvester

Company in 1902

Early 1900sEarly 1900s

Founder of the

Ford Motor

Company and

father of modern

assembly lines

used in mass

production


In many companies, a few skilled people, such as Henry Ford or Cyrus McCormick, held all the decisions in their minds and coordinated the intellectual effort of both design and manufacturing. By and large, these companies made all or nearly all of the items that went into their products.

Wikipedia (images), National Academies (Text)

TodayToday

• Complex products

• Larger companies

• Several suppliers

• Division of labor in both design and manufacturing – within companies and supply chains

• New materials

• New manufacturing processes


• New manufacturing processes

• Complex calculations

• Specialization

• Increasing customer expectations

• Demanding stake-holders

• Globalization & free-market

Changing Social ParadigmsChanging Social Paradigms

Images: Google®Big American Car Compact Japanese Car Compact American Car


Hybrid Japanese CarSub-compact Indian E-CarSub-compact Indian CarMicro car?

GM & Segway

A Mercedes-Benz for just Rs 86,000...

http://www.indiaautomotive.net/2009/07/mercedes-benz-launches-folding-bike-for.htmlMercedes Benz SLR McLaren

Government

Policies

Fuel Prices

OEMOEM

CAD Manuf

CAE,

TestingQuality

International

Operations

Real Interoperability Real Interoperability –– ComplexComplex


PRIMARY ECO-SYSTEM

Political

Stability

Disruptive

Innovations

???

OEMOEMFinance,

Sourcing

Mktg &

Serv.

R&DHR, IT

etc.

Acqn. Collab.,

JV’s, mergers…

External

Tech. Support

SECONDARY ECO-SYSTEM

Are the virtual tools available today sufficient to make all the above speak a single, truthful and consistent tongue – at least for the primary eco-system? Bankrupt big auto companies have reasonably strong eco-systems.

DOW

SENSEX

Background images: Google®

As far as India is concernedAs far as India is concerned

• Large technical pools

• Already established in IT

• Need to create healthy eco-systems – within the organizations and within the country to strengthen the primary eco-system

1. Within organization – Bridging design &


1. Within organization – Bridging design & manufacturing and other activities

2. Outside organization – Healthy eco-system of industries, regulatory bodies, academia and government labs

• This presentation focuses on point #1

Communication GapsCommunication Gaps

Customer: Your product is failing. Competition is performing great.

Marketing: Losing market. Field service not fixing the problem.

Field Service: Issue is with quality. QC should do its job.

QC: Manufacturing is not listening to our concerns

Manufacturing: Be happy that we are at least able to manufacture a badly engineered product with out-of-universe GD&T and out-dated machines

Engineering: Our designs are the best. Issue was with machining and assembly

Finance: We are losing money

Management: Hire a consultant

Consultant: Here is my opportunity to make money


Consultant: Here is my opportunity to make money

Google® imagesYAT’RA, YAT’RA PROBLEM – TAT’RA, TAT’RA CONSULTANT!Management

Hmmm… I smell money! Did

a similar project for their

competitor only last week!

Consultant

What should be

done? Should a

consultant be hired?!

Make Hay while Sun ShinesMake Hay while Sun Shines


Google® images

Need to Bridge GapsNeed to Bridge Gaps


Communication Communication –– The two way The two way streetstreet


To help protect your privacy, PowerPoint prevented this external picture from being automatically downloaded. To download and display this picture, click Options in the Message Bar, and then click Enable external content.

The need to come togetherThe need to come together

"There is no better way to improve an engineer’s

design skills than to have them feel the pain of

the designs they inflict on the manufacturing

floor," said David Hornick, Director of Advanced

Composite Technology for Gulfstream Aerospace.

Gulfstream puts engineers on the plant floor so they feel "the pain of the designs they inflict on the manufacturing floor."


http://www.sae.org/mags/AEM/6577

pain of the designs they inflict on the manufacturing floor."

Another way to tighten the link between design and manufacturing is to let design engineers run simulations that show how their designs will be produced on the plant floor. That often helps engineers determine which trade-off makes a design easier to produce."The use of simulation tools enables true design for manufacturing," said Doug Decker, Technical Fellow at Northrop Grumman Aerospace Systems. "The tools are used in validating assembly installation paths, assembly flow, human impacts and ergonomics, and tolerance analysis. This allows the design teams to validate the planned processes prior to engineering release."

Communication InterfacesCommunication Interfaces

• Extremely complex in today’s context

• Significantly dependent on human elements

• Can be partially addressed using interoperable virtual tools

• Forms the DNA of company culture

• Inter organization interfaces as important as those within

the organization


the organization

• Good product is a collective effort

• Interoperability: Ability to interface between various

software tools so that up-to-date, relevant, accurate, secure

and timely data is available for subsequent

engineering/commercial operations.

The changing face of legacy in India The changing face of legacy in India ––Ashok Leyland’s Tryst with CADAshok Leyland’s Tryst with CAD

Technology

☺☺☺☺Total Virtualization

DMU, etc.PLM Initiation

Leap Frog 2


Old times 1990 2000 2005 2010

Time

3D CAD as a way of lifePLM Initiation

3D CAD

2D CADManual Drafting

Leap Frog 1

Virtual Interoperability: Snapshot Virtual Interoperability: Snapshot TodayToday• Technological barriers

– Software tools were developed as stand-alone tools – e.g., CAD tools, CAE tools

– Interoperability issues emerged later-on – e.g., CAD to CAE geometric model transfer

– Use of state-of-art design tools in shop-floor is still a challenge – e.g., 3D CAD

– Gaps between simulations and experiments

• Human barriers


• Human barriers– Work in silos – e.g., CAD designer more concerned with BOM,

assembly etc., more than CAE requirement

– “That’s your problem,” syndrome

– Company’s culture

• Technological advances– Software tools are tending to address multi-faceted requirements

– Complete understanding of a large organization from the stand-point of interoperable virtual tools is still elusive

– ERP and PLM are to an extent bundling the activities of an organization into a monolithic entity.

• Interoperability today only in bits and pieces

Need for Systems EngineeringNeed for Systems Engineering


© Rational Systems Solutions for Automotive and Commercial Vehicle Industry, The ECAD/MCAD, EDA, PLM Perspective, 2008, IBM

Advantage of Early Supplier Advantage of Early Supplier InvolvementInvolvement


http://www.emeraldinsight.com/fig/0680130202002.png

Need for Systems ApproachNeed for Systems Approach

OEM

Supplier Supplier

Supplier

Supplier


SupplierSupplier OEM

SupplierSupplier

Supplier Supplier

The “V” DiagramThe “V” Diagram


http://commons.wikimedia.org/wiki/File:Systems_Engineering_V_diagram.jpg

Overlay of Tools that Bridge Design & Overlay of Tools that Bridge Design & ManufacturingManufacturing


© National Academies

The Virtual “V” DiagramThe Virtual “V” Diagram

Red: Software not available

Green: Software available, but not interoperable

Yellow: Software emerging


© National Academies

Some existing Gaps Some existing Gaps –– Example Example ––CAECAE• Weld definitions: CAE Weld definitions

are ideal while actual welds are quite different

• Fatigue life between simulated and tested components always different

• CAE engineer may not be using the current CAD model


CAD model

• Excessive defeaturing of CAD might alter original design

• FEA boundary conditions idealized

• Material properties still inadequate

Challenges in Virtual ToolsChallenges in Virtual Tools

• Horizontal communication among virtual tools

• Cascaded information along virtual chain without any missing links

• Coping up with obsolescence

• 3D CAD should suggest the best method to manufacture

• Manufacturing to switch to 3D from 2D

• Educational gap and skill set


• Educational gap and skill set

• Clear agreement between suppliers and OEMs on design and non-design spaces

• Cross-cultural and non-face-to-face communications

• Design of fixtures given step-motherly treatment compared to component design

• Fully virtually connected environment to avoid shop-floor prove-out

RecommendationsRecommendations

National Academies made a set of recommendations to US DoD. In the same spirit the following are made:

1.1.Systems EngineeringSystems Engineering: Tools to facilitate definition of high-level mission requirement and systems-level decision making

2.2.Engineering DesignEngineering Design: Development of interoperable and composable tools that span multiple technical domains to evaluate and prioritize design alternatives early in the design process

3.3.Materials ScienceMaterials Science: Create, manage and maintain open-source,


3.3.Materials ScienceMaterials Science: Create, manage and maintain open-source, accessible, and peer-reviewed tools and databases of material properties to be used in product and process design simulations

4.4.ManufacturingManufacturing: Role and impact of outsourcing on the integration of manufacturing and design functions

5.5.Life Cycle AssessmentLife Cycle Assessment: Tools and databases that enable life-cycle costs and environmental impact to be quantified and integrated into design and manufacturing processes

6.6.Engineering EducationEngineering Education: Education and training of future generations of engineers to have a thorough understanding of the concepts and tools to bridge design and manufacturing

Which direction to take?Which direction to take?

Growth

G

HSocialistic IT

dominant

Core

Industries

Join IT

Liquidity

CrunchC

olla

pse

?

Now

Future


1992 2000± 2008 20091947 Jun 09

A B C D E F

Future

Let us do some crystal gazing!Let us do some crystal gazing!


Need of the hourNeed of the hour

• Short-term – Survival mode – Defensive maneuvers – Head towards G– Protect interests– Austerity measures– Less risky investments– Disciplining work force– Pruning manpower

• Long-term – Excellence mode – Break new grounds – Head towards H


towards H– Disruptive innovation– Fundamental research and applied research– Technological superiority in all facets– Clean society– Work together– Create an innovative ecosystem– Eastern value hemmed with Western technologies – creation of a

hybrid professional culture– Maturity to distinguish between synergy and competition

Long Term: Take for example, weight Long Term: Take for example, weight reductionreduction

Component Need (in addition to light-weight)

1 Frame Compliant and tough with good crack and corrosion resistance

2 Engine Block Good thermal properties, resistance to thermal crack growth, ability to maintain shape,

3 Body-in-white Dent resistance, corrosion resistance, weldability, crack resistance, good adhesion of

coatings, Class A surfacing, Tailor welding

4 Leaf Springs Corrosion resistance, good fatigue properties

5 Cooling system Good heat transfer capability, corrosion resistance, erosion resistance

6 Valve train Lighter helical springs, lighter and stronger materials for tappet, push rod, rocker arm,

etc. High durability, ability to maintain stiffness over a wide range of temperatures and


etc. High durability, ability to maintain stiffness over a wide range of temperatures and

dynamic conditions

7 Crank & cam shafts Wear resistance, less friction,

8 Axles & propeller

shafts

Good strain energy storage ability and fatigue properties

9 Wheels Ability to retain shape and sheen, corrosion resistance,

10 Wind shields UV protection, visibility, anti-fog, shatter proof

11 Tires Wear resistance, ride and handling

12 Brackets Strength, durability, NVH

13 Plastic parts Fade resistance, shape retention, tear resistance, NVH

14 Rubbers, elastomers Weather proof, NVH, fade proof, retain properties with time

We have an opportunity to engage with We have an opportunity to engage with government labs in various areasgovernment labs in various areas

Design requirement: More material. High

factor of safety and added features.

Market segment: Special and critical

applications

Example: Addition of armor plates in army

vehicles; mine protection of trucks,

ruggedization of vehicles, etc.

Pro

duct

Fin

al C

ost

Design requirement: Use of exotic materials

Market Segment: Luxury

Example: Luxury sedans gilded with leather

and teak

High

2. Light-weighting is recommended 4. Light-weighting may not be necessary


Raw Material Cost per kg

Pro

duct

Fin

al C

ost

Design requirement: Direct substitution of

materials.

Market segment: Commodity. High volume,

low margin

Example: Use of natural fiber composites for

non load-bearing panels such as wind-

deflectors and spoilers in trucks and buses

Design requirement: Well engineered

designs. More upfront engineering. New

design paradigms.

Market Segment: Light-weighting

Example: Replacement of steel with

aluminum for load bearing members in

commercial vehicles

Low High

Low

1. Light-weighting is critical3. Light-weighting is welcome

Solid reasons why we should work together. We Solid reasons why we should work together. We have complimentary interests!have complimentary interests!

Stakeholder Stake Indifferent towards Concerned towards

1 Universities •Prestige

•Publications

•Funding

•Applied research

•Students

•Invention, pushing the frontiers

Cost, Social reach •Breakthrough

•Creation of experts individuals

•Academic rigor

•Name and fame

•Academic freedom

•Students

2 Government

labs

•Cutting edge research

•Critical programs in the area of

Profits, individual

fame

•Prestige and sovereignty of the country;

•Self-sufficiency; IPR


labs •Critical programs in the area of

space, nuclear power, defense, etc.

•Invention, staying on the top

technically

fame •Self-sufficiency; IPR

•Strategic positioning of the country in the

globe; Technical superiority

3 Regulatory

bodies

•General interest of country through

legislations

•Safety, Environment

•Societal discipline

Market •Very high social reach

•Preservation of citizen’s rights

4 Industries •Competitive product

•Market dominance

•Innovation

Individual fame, •Very high customer reach

•Share value

•Profits, revenue, etc.

•IPR

•Organizational appeal

Can we look at newer ways?Can we look at newer ways?

• Nano carbon tubes?• Magnesium alloys?• Aluminium designs?• Use of foams for lightening as well as stiffness,

durability and NVH• Low cost plastics?


• Low cost plastics?• Better steels?• Tailor welding?• Eco-friendly composite materials using natural fibers

and natural resins?• Off the shelf items instead of special tooling?

Our landscapeOur landscape

OEMs – Vehicle integrators

Need: Sellable solutions with end customer in mind

Offer: Assistance with vehicle testing and validation


Research labs – Applied researchers

Need: Willing takers across domains

Offer: Technologies that could potentially help

OEM or suppliers over a period of time

Let us do a bit of introspection!Let us do a bit of introspection!

Strength Weakness Opportunities Threats

OEM The final frontier for product release. Big picture is crystal clear.

Possible to be a bit conservative

Would like to share risks

Wouldn’t want to spread success thin

Research

Lab

Ideal view of engineering and seeks perfect solutions

May not be aware of the ground market realities

Would like to join hands to see technology in action

No proper means of sharing fruits of efforts

Tier

suppliers

Works with multiple OEMs. Master of their

Generally lack the bigger picture that an

Would like to see their product cut

Wouldn’t like to lock their


suppliers OEMs. Master of their products.

bigger picture that an OEM has.

their product cut across OEMs

lock their (good) product with a single OEM

Material

suppliers

In depth domain expertise

Inadequate end-product knowledge

Would like to explore innovative material applications

Wouldn’t like to lock their product with a single customer

Academia Time and space to contemplate and research

Inadequate market outlook

Can take slices of problems for in depth analysis

One person army with fluid work-force (students)

Regulatory

bodies

Understands and benchmarks the societal needs

Not an OEM. Can be too restrictive and impractical.

Can do reality check on India specific solutions.

Caught between the pace of world and that of India

Our operating boundariesOur operating boundaries

• Cost – Minimize • Quality – Maximize and don’t compromise• Quantity – Optimize• Timeliness – Regularize• Interfaces

– Adaptation of technology – Customize – Availability of Suppliers – Capitalize– With line functions – Parallelize (don’t cut into their work)


– With line functions – Parallelize (don’t cut into their work) and then regularize

• Complex problem – Compartmentalize• Resources - Size• Processes - Systematize and Revise• Progress - Appraise• IPR generation – Habitualize

Confounded by a million $ question Confounded by a million $ question ––R&D: Is it Technology or Tact?R&D: Is it Technology or Tact?• R&D in general is a function parallel to the line functions• Line functions – Product development, manufacturing, quality,

sales & marketing, field service, etc. These functions keep the organization alive and are the backbone of the organization

• R&D offers value add on a short-term and long-term basis without intruding, but at the same time complimenting the activities of the line function – except in the rare cases of disruptive innovation

• Implementation of R&D projects even for pilot trials involves as much tactical approach as technological approach since there


• Implementation of R&D projects even for pilot trials involves as much tactical approach as technological approach since there are generally more burning issues at any given time

• There is still a wide gap between development of a successful prototype and bringing the same into production.

• There is an equally wide gap between the technologies existing at lab scale and those that eventually make it up to prototype of a vehicle

• R&D projects do not usually give results “come Monday morning” and needs a persistent, educated and suave bunch of professionals

May be both??

These are some of our expectations These are some of our expectations from the Ecofrom the Eco--SystemSystem• Scale lab scale technologies to production levels

understanding the ground realities. Don’t expect volume commitment from OEM only on the basis of lab scale demonstration. The needs, risk and stakes of an OEM are a lot more intense due to their direct societal penetration.

• Understand that we are in a hurry – always!• Create a workable endeavor that brings products that

could be touched and felt at a proto/pilot levels


• Create a workable endeavor that brings products that could be touched and felt at a proto/pilot levels

• Understand that proto vehicle development for an OEM is a very expensive activity involving significant amount of commitment, resources, time, money and effort

• The eco-system should result in a common minimum level of technological maturation, after which moving forward would depend on the wits and guts of the individual organization and their partners thereof

My two cents worth regarding an My two cents worth regarding an execution frameexecution frame--workwork• A clear and indelible stake and commitment at every step

– Philosophical • Right kind of people from the right kind of institutions to

collectively serve a greater cause, beyond profits– Operational

• Identification, development and application of technologies that would be indigenous and viable for commercialization

– Delivery • Finalization of technologies that could see the light of day in a

commercial context through rigorous lab tests


commercial context through rigorous lab tests• Specialization of technologies to cater to specific needs• Pilot implementation of technologies to ascertain cost-benefit

advantages– Accountability

• Profitable commercial exploitation by respective stake holders• Post delivery assessment for performance, customer

satisfaction, scalability, etc.• Organization to organization connection beyond individual to

individual connection– Future roadmap

“My redemption lies not in good “My redemption lies not in good words, but in good deeds”words, but in good deeds”

- Charles Dickens in Great Expectations

“IF you can give the unforgiving “IF you can give the unforgiving minute sixty seconds worth the minute sixty seconds worth the


minute sixty seconds worth the minute sixty seconds worth the distance run”distance run”

- “IF” by Rudyard Kipling

"Work to give. Word is a bond. Act local; think global. Partnership for growth. Advance Fearlessly"

- Shri Paramanand Deepchand Hinduja

One final thoughtOne final thought

We should all hang together or

assuredly we would all hang

separately.

- Benjamin Franklin


46

- Benjamin Franklin


THANK YOUTHANK YOUTHANK YOUTHANK YOUTHANK YOUTHANK YOUTHANK YOUTHANK YOU

Documents

Dr. Sathya Prasad Mangalaramanan - TNTDPC · Innovation in India –Is symbiotic synergy the need of the hour?Is symbiotic synergy the need of the hour? Dr. Sathya Prasad Mangalaramanan